Is now an appropriate time to Spring-clean our Customer Experience programmes?

People in Customer Experience roles are an energetic, passionate bunch. They are also resilient and persevere. Nonetheless, in the last few days I’ve been approached by a couple of Customer Experience teams who are feeling a little lost right now. They were asking for examples of practical things they could be doing in these uncharted times.

Of course the wider context is that many friends and colleagues have been laid off, furloughed or have been assigned to other roles for the foreseeable future. It may, understandably, be the least of your or their priorities right now. Our collective health and well-being is what matters right now.

But, if you are in a Customer Experience role and your thoughts turn to making the best of a bad situation, I hope these suggestions may help a little. It’s based on my own experience and on what I hear others are doing. Please add your thoughts to the LinkedIn post on what else you are focusing on.

Customer engagement

There have been some great examples of how businesses are acknowledging that we’ve suddenly entered a very different and uncertain world. They are sincere and not making a thinly-disguised sales pitch. Your Sales or Marketing team may be under severe pressure to wring out every last revenue opportunity; if that’s the case at least get them to be very transparent and honest. We’re all customers in our own right and we’ll remember how we were treated through this period.

We’ll remember we felt in the UK when we heard the National Trust was opening the doors to its parks and grounds for free. It was a necessarily short-lived but hugely well-intended gesture. We appreciate supermarkets telling us what they’re doing and how we can help them help us. We doff our hat to people like Joe Wicks who give us exercise classes every morning for free. But we’ll also remember what we thought of Sports Direct when the leaderships team tried to make a case that they were essential and must stay open for business.

Employee experience

There are tough times all round at the moment. If you haven’t lost your own job, chances are you know someone who has. Sparks of positivity can easily get smothered in a blanket of uncertainty.

More than ever before we must look out for each other. A quick call, an email or text just to check-in. In the work context, keep spirits up by sharing stories, reliving examples of brilliant customer experiences. Keep talking about what made / makes your organisation different and special.

Draw out the positives from the current situation such as creativity and camaraderie but don’t ignore the signs of people who might be struggling.

Beyond that, engage as best you can, asking them what they need from you as leaders, what would make them (even) prouder, how would they improve communications and what tools, focus or information do they need to deliver the right customer experiences.

Review VoC and Metrics

Now is not the time for process audits disguised as customer surveys. It never has been. There are many positives to be coming out of this situation especially around humanity, kindness and creativity but if it helps rid us of pointless ‘surveys’ that’s no bad thing either. For most companies it’s not really practical any more to ask “How was it?” or “You’d recommend us, right?”

More so than ever before, customers have questions even if they are not buying.  We need to listen and listen-up well. How can you adapt your listening posts to ask customers what they need from you? How are you reviewing your understanding and reporting? If you’re not doing so already, close that loop; let customers know you’ve had their feedback and what you’re doing about it.

With one eye on the future, review your complete Voice of the Customer programme and think about what you ask customers, how you ask them and what you’ll do with what they tell you. Be clear on why you are asking any questions. Do you make your customers wade through 15 questions about income, postcode and their favourite film, before asking them what the experience was like and why, just to satisfy a hunger for data?

There may also now be an opportunity to set up that customer panel you’ve always wanted; another way of keeping customers engaged.

And once the CX Vision and Strategy is defined, will you carry on measuring the same stuff because it’s easy? Or, can you switch to measuring the things customers value the most and that are aligned to delivering on the strategy? Why measure advocacy rates to three decimal places when the strategic vision is, for example, all about making things more convenient and friendly? Why not plan to measure and report on those things aswell/instead? Is it a convenient time to shake off the obsession with the numbers and get the leadership team to focus instead on the qualitative drivers.

It might also be the time to address the persistent “what’s the ROI of customer experience?” question. Engage the boffins to see if they can calculate the correlation between better experiences, higher lifetime values and commercial performance indicators.

Personal development

Keeping match fit in terms of thinking and planning is essential right now. We need to hit the ground running when we come out of this or put ourselves in a prime position to secure a new role.

Look at what other companies are doing to stay engaged with their customers and learn from the good and the mistakes. There are plenty of resources, podcasts and discussion forums such as those from Ian Golding, Jeanne Bliss and the CXPA. And of course, CX competency coaching and for the CCXP exam is still available remotely if you’re looking for a professional qualification.

As CX professionals it’s essential we have a commercial leaning in our conversations and actions. So snuggle up to your Financial or Commercial team to see what their challenges are, how the business makes its money and what language they use. Share a virtual cup of coffee with a Programme Manager to see how best to get the customers’ perspectives into decision-making. Spend time with the analysts to understand how they turn data into insight so you’re better positioned to challenge their thinking and pre-empt questions you may get from the Board.

Stakeholder management

In a similar vein to the personal development, get in touch with the leaders of your organisation, colleagues in other functions or third-party partners you’ve always meant to engage with but always had an excuse not to.

Understand their role and challenges. Help them understand the value of having a focus on Customer Experience. Invite them to be part of your workshops and updates and welcome them into gang of internal CX champions.  Nurturing those relationships now will pay dividends in the weeks and months to come when initiating the connections may be harder to do.

Journey Mapping

If you’ve not done any journey mapping before it’s an insightful eye-opener and story-finder.  It can still be done remotely. It may lack the immersive nature of onsite workshops and ethnographic studies but the output will be better than doing nothing. It’s a great way for people across the business and partners to come together and learn more about their own organisation. Make sure that once you’ve looked at things from a customer persona’s perspective, you have the clarity of direction and governance to prioritise what should be done next.

If you’ve already carried out journey mapping, now is maybe the time to look at those micro-journeys or other personas. For example, an airport might look at what it’s like for a family to arrive at 3am in the pouring rain, what happens when bags are lost or flights are diverted. A housing association or local council might review the journey of someone who’s reported a faulty door lock. Or a SaaS company may map the journey of its own Customer Success managers.

CX Maturity Assessment

This takes a real step back from the day-to-day business to contemplate your customer centricity. Seek views from colleagues on whether they know what the CX vision is and whether they’re clear about the role they can play. If there’s not a CX vision then prepare one as part of the CX Strategy – how good do you want to be and how committed are you? What does that look like on a day-to-day basis? What will you always do and never do?

Is the brand promise to “put customers at the heart of everything we do” just convenient rhetoric we have no intention of, or ability to, deliver on?

It’s also worth reviewing your internal governance, the beating heart of your CX programme. Were the right people involved and did it have a strong mandate? Was it working effectively and cross-functionally in prioritising and assigning actions? Was it good at finding practical ways of sharing stories throughout the organisation and bringing it all to life internally? What leaderships behaviours were present or absent in supporting the customer-led goals?

Future planning

There’s clearly a crisis to get through first and it may seem a little odd to plan for a new normal when we’ve no idea quite what that will look like.

Nonetheless, history teaches us that we will recover and will be back up and running at some point. When that time comes, we don’t want to sit there looking at our competitors with envy and wishing we’d thought of that, wishing we’d made better use of our time. What can we do in future that is right for us and our customers? How can we change things and innovate in a way that means our competitors will be looking to us with envy?

The commercial reality is that the companies who stand the best chance of survival are not just the ones who are financially, strategically and operationally well-managed. They also have loyal customers and emotionally-engaging relationships. They empathise with how they fit into their customers’ lives and give customers no reason to go anywhere else.

There’s nothing to say something like the virus won’t hit again and there is no shortage of evidence to show the positive commercial impact of better customer experiences. So when the dust settles, organisations will look to have absolute clarity of direction and to strengthen the customer experience as a way protect themselves against any future such events. The Zappos mindset – “We’re in the people business, we just happen to sell shoes” is one that many more organisations will need to replicate in times to come.

 

It is not an exhaustive list but I hope it helps is some small way. Please add your thoughts about what else are you doing or plan to do between now and when things return to some kind of normality.

But as I said at the start, I’m very aware that many friends and colleagues are losing their jobs or changes at work mean much of this may be academic. My thoughts go out to you. We will get through it. I know that when we have to dig deep it’s surprising how deep we can go. In the coming days and weeks there will be opportunities to regroup, reset and reboot.

The global community of CX professionals is fantastic at sharing and caring and it’s great to know they are out there. In that spirit, if I can be a sounding board for any questions around customer experience do let me know – message me on LinkedIn or email [email protected]

 

Customer Journey Mapping – a fun day with sticky notes or a strategic and cultural catalyst?

Done effectively, mapping the customer journey of today’s experience generates an invaluable list of tactical improvements. Unfortunately, it’s also often the limit of what organisations think customer journey mapping can do for them. There is, however, so much more value to be found.

For example, one of the many benefits is that cross-functional teams work together, sometimes for the first time, focused on one thing that unites them – customers.

They learn about their own business and forge new relationships with colleagues. They see ‘obvious’ things they witness or walk past several times every day.

From years of doing this type of work my advice, for what it’s worth, is simple: make time to explore why things are like they are because it surfaces issues that are more strategic and culture in nature.

Those conversations need to be had but are often drowned out in the noise of our daily work.airport passenger experience journey mapping

But armed with evidence of actions, behaviours and (the sometimes unintended) consequences of decision making, we can hold the leadership team to account. We can invite the CEO in to our sessions, look them in the eye and ask if the company is really committed to delivering the vision and values.

Because if it is, the customer journey mapping shines a spotlight on what needs to change if they are serious about it. The priorities for the overall Customer Experience and Employee Engagement programmes then also, crucially, take shape.

Or, when there’s an excuse for everything that won’t get fixed, it’ll become obvious that saying “We put customers first” is just convenient, platitudinous rhetoric.

Journey mapping – don’t let it be just about having a fun day with sticky notes. Done properly, it’s a compelling tool for customer-led change and a stronger business.

If you’ve not done it before, give it a go. See what your customers see. Talk about how it compares to your vision. See where those conversations take you.

If you have done it before, what did you get out of it – and how? It’s always good to share and learn!

 

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Jerry Angrave is Customer & Passenger Experience Director at Empathyce, a CX consulting and coaching company. Jerry works with airports and travel groups as well as in others sectors such as financial services, professional services, utilities and housing associations across Europe and in the Middle East to build strategic and effective Customer Experience programmes. 

Jerry is also a Certified Customer Experience Professional and trains others for the accreditation.

[email protected]    +44 (0) 7917 718 072

 

 

Where to start customer journey mapping

Ok, so we like the idea of it. We’re planning a programme of workshops and we’re thinking about how the outputs will plug into everything else the business is doing. But, just where do we start with customer journey mapping? Which experiences should we focus on first?

After all, there are so many to chose from: do we pick the ones we’re most familiar with? The ones that generate the most complaints? Or the ones that will give us the greatest value? We can’t do them all at the same time so we need to prioritise; in other words, decide “who” is doing “what”.

Start your customer journey mapping

Customer Journey Mapping – a powerful tool but only if it’s strategic, efficient and influential

 

The persona/journey combination you choose will depend on a raft of considerations. That will include your business goals and the maturity of your existing CX culture but taking time now to find clarity will pay huge dividends in the future.

Customer journey mapping must be done in a strategic context, not in a vacuum or rushed. It must be effective in its methodology and its output must drive change. If it fails in any of those things, we’ll have a fun and engaging, but ultimately wasted, time in our workshops. And if that happens, not surprisingly, everyone will drift back to their day-job and next time we mention ‘Customer Experience’, eyes will roll sceptically. We’re also not looking at creating a process map here; rather, it’s about what it’s like to be on the receiving end of your processes.

Get it right though and you can share compelling stories that reshape the corporate mindset and behaviours. Your people learn more about their role in the business, you build a narrative around what it’s like to be a customer and you create that all-important internal momentum and excitement. You’ll prioritise your interventions with greater confidence, know where to take out unnecessary costs and know how to focus on creating innovative improvements.

Customer journey mapping is a powerful tool. But, back to basics. To get it right, we need to be clear about whose story will the journeys tell.

Deciding that can be easier said than done. Think, “Who, what, where, when and why?”. Just by taking the number of customer, employee and stakeholder personas, factored by the reasons they each might interact, the ways they interact and the products or services they’re engaging with and, at best, the permutations can run into the hundreds.

The first journeys you choose will depend on your own circumstances. It may already be clear but if not, here are a few considerations to help focus on what works for you:

You know instinctively – the one(s) you’ve been thinking about as you read this; the proverbial ‘burning platform’. Where is the investment in your brand promise being undermined? What is the issue everyone talks about or worse, the one everyone just dismisses as a barrier “because it’s always been that way”. If you could map only one journey, what would it be?

Which customers do you want more of? – use the insights from your data to identify which customers or partners are most valuable to you. Where does your revenue come from? The most profitable? The most likely to be active advocates? Work backwards from there, understand what they value and what the nature of their journey with you is.

High profile or political issues – it may not be a customer’s most significant journey but there’s an internal imperative for getting this one right. While the platform might not be burning as such, you know beneath the surface it’s smouldering and could ignite at any time. Showing the customers’ perspectives will help nudge everyone into action sooner than later, reducing the associated risk and snuffing out any complacency.

Be guided by your purpose, ambitions and CX Strategy – your values, strategic intent and corporate objectives will direct you to where your priorities are. How does today’s journey compare with what it should, ideally, be? Where are the gaps between today and how good you want to be? For example, if you set out to be “Earth’s most customer-friendly business”, you might look for the journeys where customers have the greatest interaction with your people.

Complaints, customer feedback and operational metrics – an obvious consideration, but your data analytics and qualitative feedback will be a good signal of where to focus effort. However, we know most unhappy customers don’t complain so don’t ignore the journeys where there may be less obvious signs of frustration. You might (should) also consider mapping the journey of when a customer complains or goes to the effort of giving you feedback.

Look beyond typical customers – thankfully we’re not all the same but processes tend to assume we are. For example, people with a disability and their families need to interact with the environment you create; I’ve often seen that if we get things right for people with a physical or cognitive disability we get right for everyone else too. And how do you deal with customers who are apoplectic with rage? They might be spitting blood because of the downward spiral created by your processes’ lack of any empathy rather than because they are simply nasty people who deserve to be ignored.

Not just customers – employees, partners, third-parties and stakeholders will all benefit from having their journey mapped. For example, it might be you can map a Customer Success Manager’s experience of getting a new client up and running. Or map what it’s like to go through your recruitment process to joining on day 1. If your employer brand talks about being a ‘meritocracy’ or simply a funky place to work, mapping out the journeys gives you plenty of evidence and stories to showcase your promise. If you outsource part of your branded experience, how easy is it for them to deliver the experience you want?

Be realistic about the scope – your customers’ journeys rarely begin at their first contact with you and most likely will continue well after their last. This is about how you fit into their lives, not the other way around. Keep it focused on understanding their experiences, not auditing your process maps. Often, today’s journey begins at the end of their last journey with you; a passenger turning up for a flight may still be seething about the lack of information from their delay last month or still has anxiety caused by an emergency landing the previous time. Can you show empathy there?

Still not sure? – get your team together and jot down the typical interactions a customer has with you over the life of your relationship with them. Organise them by themes and in chronological order. Some may last months or years; others may take minutes or seconds. But make a list and begin to pick them off one by one. If you do nothing else in the name of customer experience, do some customer journey mapping and see where it takes you.

 

Although we’re at the start of your journey mapping it’s also worth thinking about what happens afterwards; a journey should have a destination after all. So, some final thoughts:

  • Accept that you will need to build a programme of customer and employee/partner journeys to map over time; it’s not an overnight fix
  • What governance framework will you pour your outputs into? How will you keep the momentum going, communicate internally and avoid the maps gathering dust?
  • When and how will you get the journeys validated by customers? Until then, the maps will still remain an internal view of the world.
  • How will you use journey mapping as a stimulus for innovation using Design Thinking or ethnographic techniques?

Journey mapping is well worth the time and effort. It can be fun and creates ready-made cross functional teams of customer supporters. But, it does need careful planning if it is to support your strategic priorities, if it is going to be effective in its questioning and if it is going to influence what actions you take next.

 

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Thank you for reading the blog, I hope you enjoyed it and found it thought-provoking.  

I’m Jerry Angrave and I help people in organisations create better and more commercially-minded customer experiences. I’m a CCXP (Certified Customer Experience Professional), a CX consultant and am one of a handful of people globally who are authorised by the CXPA to train CX professionals for its accreditation.

Do get in touch if you’ve any comments on the blog, any questions around the wider competencies of CX or are interested in consultancy or training support.

Thank you,

Jerry 

[email protected]   |   www.empathyce.com   |   +44 (0) 7917 718072

When the sales experience falls into, rather than bridges, the gap

Depending on your definition of a customer, their experience starts well before they actually buy anything.

It might be what they’ve heard from others or what they’ve seen in the news. But if the brand comes knocking on their door that first impression is also a critical experience. Many get it right because it’s based on a real empathy with those they are trying to engage with.

However, it’s not always the case. Absent a clear customer experience strategy, what we think do as a business often looks very different when looked at from the customers’ perspectives.

 

For example, if any CEO is wondering why their Sales teams are not getting better results, maybe a quick look at how their initial engagement makes yet-to-be customers feel will give some big clues.

The quotes below are all real examples I’ve had in my inbox just this last week. There are others and I’m sure you’ll have your own ‘favourites’.

They are not trying to sell me something I don’t want. In fact, I could be interested. Just not with them. If I was ever asked for feedback about the Sales experience (a rare thing indeed), it might go along these lines:

  • Putting “Our 9am meeting” in the subject heading doesn’t spur me into replying out of panic.  Sorry to burst your bubble Sales folk, but changing it to “Our 10am meeting” in the follow-up really doesn’t make any difference either.
  • Saying “I’ve tried to reach you” is just lying – technology is quite good these days so I know if you’ve tried to get in touch as often as you claim. And when your colleagues use the same line every week, several times a week, it becomes very transparent.
  • Gasping “I can’t believe you’ve not signed up yet” and “I’d hate for you to miss out” is at best patronising and lacks any sincerity.
  • What’s more, should I be interested a reply to the email will go into a generic mailbox, not to the person who is (presumably) trying to create a relationship. It just shouts even louder about how you really don’t care if I get back in touch or not.

Does somebody seriously believe this type of approach is going to create an experience I want to repeat, share and pay a premium for? If these companies had any genuine interest in what I do and how they might help me achieve success, they’d look at their Sales activity as a meaningful experience not a bullying, volume-led, can’t-really-give-a-**** transaction.

I often come across businesses who fear the Sales team always over-promise because of the way they are rewarded. They then disappear off the face of the planet while everyone else tries to rally-round, clearing up the mess to deliver something close to an unrealistic promise.

On the flip-side, maybe the Sales team is frustrated that everyone else can’t keep up. Maybe they’re just doing what they’ve been told is best. But to create a first impression experience that is confrontational, misleading and deceitful creates no trust, no relationship. No commission.

They say the experience on the outside reflects the culture inside and they’re right. In the middle of a busy day, to be on the receiving end of these type of messages says heaps about what it must be like to work there. No clear strategy, just a numbers game where some very talented people will be wilting under the stress.

Intended or not, what they are saying to me is that it’s clear their focus is just on revenue, not on me as a potential customer. They don’t care if I buy or not, there are plenty more fishes in the sea. Friend and colleague Ian Golding wrote about a similar mindset very recently in this blog.

These companies are not some anonymous outfit in a far-off land that’s acquired an email list; often they are large, global businesses who should know what they are doing. These companies will make some money for sure but that short-term approach breeds complacency and stores up problems for down the line.

If they applied a dose of customer experience thinking they could, however, make a whole lot more money. If only they didn’t push their potential customers away before they’ve even got close.

 

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Thank you for reading the blog, I hope you enjoyed it and found it thought-provoking.  

I’m Jerry Angrave and I help people in Customer Experience roles do what they need to do. I’m a CCXP (Certified Customer Experience Professional), a CX consultant and am one of a handful of people globally who are authorised by the CXPA to train CX professionals for its accreditation.

Do get in touch if you’ve any comments on the blog, any questions or are interested in training or consultancy support.

Thank you,

Jerry 

[email protected]   |   www.empathyce.com   |   +44 (0) 7917 718072

Why wouldn’t we make customer experiences easy?

Last week I had the pleasure of speaking at an event about how to nurture a customer-centric culture. One of the key issues I referenced is that too often we have a gap between the sky-high corporate ambition (such as “to be the world’s best customer experience company”) and the lower-altitude commitment to making that a reality.

We see the consequences of that misalignment regularly. Just in the last couple of days alone I’ve experienced a tale of two cultures. Two very simple questions put to two organisations with two very different results.

I’m sharing them in the hope that one inspires and the other prompts us to ask ourselves, “Could that happen in our business?”.

Firstly, my bank. I had a general enquiry about one of their processes. A client bounced a cheque on me so the bank had automatically represented it. When it was returned the second time I was charged for the pleasure. So, I wanted to know what the bank’s policy was on how many times they would represent the cheque (and therefore how much I’d be charged too).

Their brand proposition proudly talks about wanting “to help businesses thrive…to help people realise their ambitions”. But they’re one of the world’s biggest players anyway and as I had a simple question my expectations of a quick response were high.

My problem though was not that I didn’t get an answer. More, it was ridiculously difficult to ask it in the first place.

My first attempt started after 10pm and the helpline was closed. Fair enough, though people managing their own businesses necessarily tend do the admin at either end of the day. I resorted to the FAQs on the website but after much trawling there was nothing relevant . The LiveChat was not live either.

So next morning I called back. The IVR route made me enter my branch sort code number. Then I needed to type in my account number followed by my date of birth and two digits from my security PIN. For some reason I then had my balance read out automatically. Twice. Topped off with a declaration about the difference between the balance and cleared funds.

I then had to navigate three further levels of IVR options before listening to the on-hold music for five minutes. Then someone picked up the call.

At that point they very helpful. The question was answered inside a minute. Added to the time I’d spent the night before though, the effort to get that point was disproportionate. I only hope they measure customer effort rather than, or aswell as, overall advocacy otherwise things won’t change.

Compare that with my second experience the same day. Next week I’m chairing sessions on passenger experience at the Rail Festival in Amsterdam. I was wondering how I get from Schiphol airport to the city centre by train. So, when a reminder about my flight popped up on my KLM app with a very clear ‘Contact Us’ button I sent them a quick question via Twitter (I could choose which messaging platform to use).

I sat back and carried on with my evening. Twelve minutes later, I had a response from the airline pointing me to where the rail ticket office is inside the airport. Sorted, with very little input from me.

But more than that, after only nine minutes, a delightful lady who runs a company helping law firms in Holland intervened and forwarded my request directly to the rail company, NS. They too then quickly confirmed what I needed to do.

Not only were the airline and rail company right on top of things, one of their own customers was willing to help another. I was very grateful but also intrigued about why she’d done that. She told me the motivation was that she is very proud of the Netherlands and wanted to help anyone who was visiting her country. Her intent was not so much to help the airline or rail company directly but subconsciously had confidence the issue would be resolved quickly.

And indeed, I’d had a swift response. But beyond her wider motive I thought about rail passengers in this country. If we happened to see a message from someone coming to the UK and they’d asked the airline about rail travel here, would we put our own reputation on the line by trying to help out? Would we be so confident that the rail operator would pick up the baton so quickly and easily? Hmmm.

 

They say the experience on the outside reflects the culture on the inside. If it feels like wading through treacle to get answers to simple questions then that business is more than likely carrying excess costs. If it’s easy for customers there’s less processing and support needed from the business. Unnecessary complexity also does nothing to support the wider brand promise; quite the opposite. If the reality of the experience is working against the expectation so much of the Marketing budget is wasted.

It’s easy to set sky-high ambitions but as CX professionals we need ensure there are no gaps between them and what it’s really like to be a customer. As KLM and NS have shown, if it can be easy, why wouldn’t it be? We already know that better experiences mean customers will come back more often, spend more and tell others to do the same. And if that then makes customers feel willing and able to help others customers too, that’s got to be a win for everyone, surely.

(Oh, if you’re interested, in the UK a bank will usually represent a cheque four times. Some though apparently will keep representing many more times, conveniently charging you each time. Be warned!).

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Thank you for reading the blog, I hope you found it thought-provoking.  

I’m Jerry Angrave and I help people in Customer Experience roles do what they need to do. I’m a CCXP (Certified Customer Experience Professional) and am one of a handful of people globally who are authorised by the CXPA to train CX professionals for its accreditation. I founded Empathyce after a long career in CX and Marketing roles and am now a consultant and trainer. 

Do get in touch if you’ve any comments on the blog, any questions or are interested in training or consultancy support.

Thank you,

Jerry 

[email protected]   |   www.empathyce.com   |   +44 (0) 7917 718072

 

 

Lessons in how to embed Customer Experience

At the recent CXPA networking event in London hosted by Pen CX, the world of the CX professional was thrown into the spotlight. I wanted to share thoughts from two of the presenters, who reminded us of some of the practical yet vitally important things we need to do to bring about the right change.

First, Ali Lawrie, Head of Customer Experience at Akzo Nobel, owners of the Dulux paint brand among others. Ali talked about the challenges of bringing the customer agenda to the fore in a B2B organisation which, understandably, has had a keen focus on technical product development and the sales supply chain.

A lesson she’d learned early on was to not underestimate the time it takes to win stakeholders round where they have their own priorities. Perseverance and resilience are essential qualities of the CX practitioner.

It’s time well-spent though and an investment that pays dividends. Getting the attention was also helped in no small part by demonstrating the reality of today’s experience using customer verbatims.

To see a metric that says customers are waiting three minutes for a call to be answered may not be a catalyst for instant transformation.  But hearing the direct impact on the customer, who might be an architect about to see a key client or a hospital property manager reaching out for some quick advice, expressed in their words with the emotion that goes with it, is infinitely more powerful.

Furthermore, it can show how a company’s brand and advertising is potentially being wasted because the experience does not deliver the promise of (a variant of) “We put customers first”. It’s a valuable and necessary conversation to have with the Marketing team.

Journey mapping provided many of the insights for Ali and those exercises also created six key stages of the experience, each now represented by an icon. Bringing to life the customer experience is at the heart of an effective CX programme and so the more visible it is the better. Sharing the icons and explaining the stages now references any activity to a specific part of the journey, has helped engage and involve colleagues and makes communications clearer.

Empathyce

Your CX momentum will take off, eventually

Creating a stronger business by using Customer Experience thinking will not happen without complete engagement right across the business. To engage not just those who are customer-facing but also those who are back-office or in management roles is a big stretch for many fledgling CX teams,.

So Ali’s advice is to spread the message and create movement from within through the extended use of CX champions – finding people from all parts of the business who take an interest, want to be part of the movement and see it as a good development opportunity. They will be the eyes and ears of CX inside and across the proverbial silos.

Mike Bellis of Pen CX and formerly of Pfizer, then reflected on how he changed his approach to win people round. “I started by highlighting issues that were affecting customers and trying to get them fixed, but this was seen as creating new problems within the organisation rather than trying to fix those which were perceived to be there already”.

As this approach wasn’t developing very much engagement, Mike quickly changed tack. The new approach was to understand internal stakeholders’ issues first and then show how a focus on Customer Experience could help overcome them. Before long he was everyone’s best friend. The momentum grew as colleagues from around the globe came knocking on his door for his methodologies and thinking.

 

Anyone who works as a CX professional will know how hard these things are to do. It’s therefore reassuring to hear that with persistence they can still make a difference.

As Mike Bellis summarised, “In principle, Customer Experience is simple. It doesn’t mean it’s easy though”.

Thanks to Ali and Mike, also to Neil Sharp of Pen CX for organising and hosting the event.

If you’ve any thoughts on what can be done at a practical level to help a business become more customer-centric, please share them!

———————

Thank you for reading the blog, I hope you found it thought-provoking.  

I’m Jerry Angrave and I help people in Customer Experience roles do what they need to do. I’m a CCXP (Certified Customer Experience Professional) and am one of a handful of people globally who are authorised by the CXPA to train CX professionals for its accreditation. I founded Empathyce after a long career in CX and Marketing roles and am now a consultant and trainer. I give CX professionals the skills, tools and confidence to be the ones to drive their Customer Experience efforts forward.

Do get in touch if you’ve any comments on the blog, any questions or are interested in training or consultancy support.

Thank you,

Jerry 

[email protected]   |   www.empathyce.com   |   +44 (0) 7917 718072

 

Does the PRM label restrict airports’ thinking?

Does the PRM acronym need an upgrade to ensure any disabled passenger has an empathetic experience?

passenger experience prm disability

 

(This post first appeared as a guest blog for International Airport Review in March 2017).

What’s in a name? A lot, it turns out.

There is, for example, no shortage of airports who create a brand based on the city they want to be associated with rather than where they are.

But stretching the thinking in the same way, this may be exactly what airport operators need to do when helping PRMs – passengers with reduced mobility.

Big improvements have already been made but as welcome as that is, it’s only addressing a small part of the wider issue. It risks ignoring those who need special assistance just as much and sometimes more; those who have issues that are less about the pure mechanics of getting from A to B and more about their understanding of the world with which they interact.

In business cultures that focus more on processing efficiencies than people, having PRM rules imposed means activity is often restricted to a tick-box exercise once the ramps are in place and more wheelchairs are available.

Yet the World Health Organisation says one in four people have difficulty in mentally processing information. 70 million people have autism. And, according to Disability Sport (UK), while around 11 million people in the UK have a disability, less than 8% of them require the use of a wheelchair.

To overcome the challenges faced, people with an intellectual or learning disability will usually travel with someone else; a family member or carer. Consequently, they are perceived to be relatively mobile and because their real disability is often invisible that sharp PRM focus on ‘mobility’ lands elsewhere.

People with an intellectual or learning disability will usually travel with someone else; a family member or carer…

Operators seeking to find more revenue from airlines and passengers know the importance of creating experiences that keep people coming back and telling others to do the same.

Upgrade the acronym

If an airport is serious about having better passenger experiences, then upgrading the acronym from PRM to PDN (People with Different Needs) or PID (People who Interact Differently) might just be the nudge that is needed.

During internal meetings, the strategy writers, operations coordinators and project managers will be in a better position to take a wider view of who their customers are. It will help them acknowledge that while this segment is given a three-letter acronym, that only describes their limitations in an airport; they remain a whole person with a real life.

Let’s be clear, there’s been some great work done to help PRMs. For people who find it difficult to navigate an airport’s infrastructure there is no doubt things are getting easier.

Collaborations between airlines and airports have reduced stress and anxiety. For those who need them, to see calming dogs, dementia friends and special-assistance wristbands is a huge help. To be on the receiving end of genuine staff empathy and patience when one of the family’s party is having an ‘episode’ or has no sense of how queues work is incredibly comforting.

We need to go further

Last August the CAA published a study on the progress that UK airports are making. It reported good levels of passenger satisfaction among those with a disability or reduced mobility. While some airports were applauded, the CAA pointed out there is still more to be done.

Too frequently we hear still about the poor treatment of passengers. Sometimes it’s unintentional. Often it’s because ‘that’s what the rules say’. Always though, there will be a personal impact for the traveller and therefore, ultimately, a commercial impact for the airport.

Only the airport themselves will know why it happens. Possibly, because PRM is treated as one of a raft of projects, rather than it be part of the culture. Employees are told how to make it happen rather than let it come from within and those signing off the business case are obsessing about the metrics, not the experience.

There are two issues at stake here

One is that making life easier for passengers, especially those with any kind of disability, is simply the right thing to do. And it’s consistent with many airport’s brand promises – genuine or not – to ‘put passengers at the heart of what they do’.

The second is a commercial issue. Whether they have a physical challenge or a learning disability, these passengers have wallets and their numbers are increasing.

Airports are under immense pressure to perform and today there are few stories written or marketing brochures printed that don’t refer in some way to the impact on passenger experience.  We also know that as in most markets, our expectations as consumers are outpacing the rate at which better experiences are delivered.  They have a voice and a choice and are not afraid to exercise either.

In Forrester’s survey of the S&P 500 with Watermark Consulting, they found that the stock market value of companies who had a customer experience culture grew during the 8 years between 2007 and 2014 by 107%. In contrast, those who didn’t grew by just 28% in that same time.

Meanwhile, AeroMexico calculated that a one-point change up or down in their Net Promoter Score had a $6m impact on the bottom line.

For airlines and airports better experiences mean more PRMs are feeling confident to fly. In the UK alone, the purple pound – the spending power of people with a disability – is estimated to be worth £212bn. The Papworth Trust carried out its own research that found two-thirds of disabled passengers would travel more often if it was easier to do so.

So, what does ‘easier’ mean?

I recently carried out a study of passengers’ unstructured feedback where they share their thoughts on social media and review sites about what it’s like going through an airport. At the top of the list of things that made them rate an airport highly was the environment; they want it to be quick, easy, friendly, clean and calm.

The absence of the same attributes was among the biggest reasons why they would advise others to use a different airport.

Those characteristics are the same for everyone; a family going on holiday, someone on business or a carer with a passenger who has a learning difficulty. So, if we extend the thinking to understand people with a disability, we’ll not only provide better experiences for them but everyone else too.

Autism spectrum disorders alone affect about 70 million people worldwide. Their symptoms include feeling bewildered at any social interaction, difficulties in communicating how they are feeling or why, and non-typical behaviours. To put them through a standardised process simply makes life harder.

Many of those with, or who care someone who has, a disability will be running on empty emotionally. They may not have had a good night’s sleep for years. They may have been in and out of hospital for countless operations.  They may have lost friends who had undiagnosed problems. They may spend their day helping others go to the toilet. Or they may spend their time apologising and feeling judged.

People with learning difficulties have and need very different experiences. They often feel isolated and will have little independence. A flight for a holiday may be as emotional for them as a wedding or a funeral to the rest of us so creating the right conditions is essential.

What they need is an easy experience with no complications. What they don’t need is for the airport to be the straw that breaks their back with inflexible policies, where common sense is not allowed to prevail and where rude employees or unhelpful environments make it worse.

The World Health Organisation says “Disability arises from the interaction between people with a health condition and their environment”.  Airports, with their partners and stakeholders, control the conditions. It is therefore within their gift to make the experience one that people want to repeat and to become advocates of.

Disability arises from the interaction between people with a health condition and their environment…

Their emotions and sensory stimuli are amplified. Take, as a simple example, hand-dryers in many airport toilet facilities. They howl into life at around 90dB, the same as a chain saw. And they are unpredictable, easily triggered simply by someone walking past.

They’re functional, probably simple to maintain and (the noisier ones) are less expensive, but at what cost?

They tick lots of operational boxes but I’ve experienced first-hand the devastating affect it can have on someone who finds such sudden outbursts like a near-death experience. From being happy to apoplectic in a second, my son (who has Fragile X) won’t hear words like “calm down”. He has an unbreakable cycle to go though. He’ll make even more noise but he will come out the other side. When he does he’ll be very apologetic and will want to know that people are there for him.

From an airport’s commercial perspective, that type of incident leads to less-than-ideal experience for other passengers, demands on employees, delayed flights and a family who won’t use that airport again.

It’s also worth noting that passengers are very aware of how their fellow travellers are being treated. Many of them will know someone with a disability and will be full of empathy. They too will make a choice next time and tell others.

Being truly empathetic to them can take us way beyond the traditional reach of the PRM definition. It creates a clear window into the life of someone with a learning disability and the role an airport plays in it. Here are just a few genuine comments to illustrate the point.

When we checked in and asked if we can sit near the front we were told “your child has autism so he can’t sit near the business area.

The airline asks if we need special assistance so why, for heaven’s sake, don’t they tell the airport to expect us?

She needs three of us to go with her. We do everything for her. Some airports and airlines are really helpful and keep us together but now we know the ones to avoid.

He lives in the moment. You can’t say: “You need to go and see Anne over there.  She’s wearing a blue jacket.” To him, the two sentences are about two completely different people. It’ll be confusing and just create more anxiety.

Their best experience is therefore one that simply works and has no hassle in it.  There doesn’t need to be any “Wow!” or “surprising and delighting”. It just needs to be competent at getting the basics right every time.

Outside the aviation sector there are many organisations responding to the specific needs of people with mental health challenges. Cineworld and ToysRUs for example have well-established autism-friendly experiences where sensory stimuli are kept to a minimum and expectations are well-managed.

It’s about people, not processes

At last year’s Passenger Terminal Conference in Cologne, Craig Leiner, Transportation Coordinator at Natick Community Services Department said about planning “When we get it right we make people’s lives better; when we get it wrong we make their lives harder”.

And Lord Blunkett, chair of Easyjet’s Special Assistance Advisory Group, added sagely: “Treating people with decency is a commercial win”.

Those leading and managing airport operations have enough on their plate without adding to the workload. We don’t need to create a whole new industry. Rather, we should build on the momentum we have with PRMs and ensure it embraces those who see and interact with the world in different ways.

There may be better acronyms than PID (People who Interact Differently) but the point is that changing from PRM to something like PID is a small mindset shift that will bring big lasting business advantages.

All types of passengers will benefit and it’ll be a prouder place to work. Not least, airports and their partners will see more passengers, lower costs and stronger revenue.

 

———————

Thank you for reading the blog, I hope you found it thought-provoking.  

I’m Jerry Angrave and I help Customer Experience people do what they need to do. I’m a CCXP (Certified Customer Experience Professional) and am one of a handful of people globally who are authorised by the CXPA to train CX professionals for its accreditation. I founded Empathyce after a long career in CX and Marketing roles and am now a consultant and trainer. I give CX professionals the skills, tools and confidence to be the ones to drive their Customer Experience efforts forward.

Do get in touch if you’ve any comments on the blog, any questions or are interested in training or consultancy support.

Thank you,

Jerry 

[email protected]   |   www.empathyce.com   |   +44 (0) 7917 718 072

The biggest risks to our Customer Experience efforts

Stress-testing customer experiences reveals flaws elsewhere

When people with different agendas build an experience, what could possibly go wrong…?

Ambition, commitment and perseverance. All three are critical to success but a weakness in any one of them is a huge risk to our Customer Experience plans. It will almost certainly ensure we don’t achieve what we set out to. While we focus on doing things in a new way it’s every bit as important to be aware of the warning signs that the old, destructive ways haven’t yet evaporated totally.

 

From what I’ve seen the most effective approaches to customer experience have three things in common. They have people who are passionate about their subject and a deep understanding of what it’s like being a customer. Critically though, they also enjoy a culture where the first two are allowed to thrive.

I’m often asked how organisations can cultivate those three ingredients; what should they do when they set out to become more customer-centric? There’s a long list to work through.  So assuming those things are in place, once the Customer Experience momentum is up and running what could possibly go wrong? Another long list, this time of spanners that are poised to throw themselves into the works – if we let them.

As a CEO recently told me: “If we don’t keep pedalling uphill, gravity takes over, all the effort is wasted and we’re back to square one before we know it”.

In this post I’ve highlighted just three of the biggest risks; different agendas, the day job and an obsession with metrics. They’re inextricably linked and will be of little surprise but they are chosen because, from my observations inside a wide variety of businesses, if the ambition, commitment and perseverance isn’t genuine enough these risks have a habit of becoming very real issues.

 

First up, people working to different agendas.

When employees have divergent priorities, whether they are just following their leader’s instructions or there is simply no common purpose, we get silos. It’s a convenient label that somehow explains, excuses and – worse – gives credibility to value-destroying ways of working.

You know you’ve got silos when you ask 10 people in a meeting room why the business exists or what the customer strategy is and you get 10 or more different answers. At best, there are variations on a theme, often educated guesses and sometimes no answer at all. Nor do they seem bothered, they’ve got their job to do (see below).

A large player in the financial services sector had an internal goal “to be the best”.  It was admirable and aspirational but no-one knew exactly what that meant. The highest savings rates and lowest mortgage rates in the market? Or widest net interest margin? Highest adoption rates of its app of any company in the world?

Despite the cleverly-worded posters on the wall about putting customers first, if there is not some common, meaningful customer purpose and metrics that everyone has a vested interest in there’s no way any cross-functional improvements will happen.

As a result of the fog, everyone carries on doing the things they do have clarity about. They know how their boss is going to decide whether they are meeting or exceeding expectations in the annual review and that’s their priority. No surprise therefore that we then see tensions, politics and stress with all the consequences that leads to.

Meanwhile, all the good customer-centric intent has rolled back down to the bottom of the hill.

 

The day-job default.

While part of the business is embracing Customer Experience with raw passion, the reality is that there is also a day-job to do be done. Sadly, it’ll stay that way until Customer Experience becomes just the way things are done rather than CX being seen as a function or division – and therefore seen an ‘optional extra’.

That might be because many of those who are asked to go and ‘do’ customer experience are having the responsibility added to their existing workload. Or at an organisational level, there’s just too much noise going on for anything new to make itself heard. Some don’t get it, others don’t want to get it and a few get it but resist a move out of their comfort zone.

It’s very easy to run a customer strategy session, a journey mapping workshop or an ethnographic study and then while the notes are being written up and we get it on the next Steering Group agenda, attention turns to the more ‘important and urgent’ things in our inbox.  There might be a seasonal spike in activity that needs all hands on deck.  “Project Invincible” has meeting coming up that needs a cast of thousands to attend or a new campaign is due to launch and that’s taking all available resource. Lots of reasons, but are they plausible or just a convenient excuse?

Because Customer Experience in its purest sense is about a cultural mindset, when there’s lots of firefighting to be done today it’s often seen as something discretionary, something that can wait until tomorrow.  But we know how often tomorrow comes.

 

An obsession with the score not the experience

I’ve always taken the line that if we get the experience right first, the numbers will look after themselves. Of course, whichever measurement method we choose we need to know what drives the numbers or drags them back but at least that means we’re looking at things from a customer’s perspective. Chasing the number is purely a vanity exercise.

A rallying cry to increase a customer score by 10 points might sound admirable, and it is. The issue is the way the business then sets about increasing the score. Without robust governance in place, those running the surveys will be coerced into changing the way the feedback is collected; they’re told to ask only those who’ve gone through the complete purchase cycle rather than include those who dropped out half-way. Customers will be offered incentives for giving higher scores or respondents will be given a false scale to flatter the real score.

Gaming the system is a real issue for many businesses and not all of them are aware that it goes on within their organisation. If you’re interested or concerned and want more food for thought, I wrote about a culture where the numbers are more important than people in this blog.

It’s one reason why we’re seeing more companies adopting the scores from independent review sites such as Trustpilot, Google and TripAdvisor as their key customer metric.customer experience perseverance

 

What to do about them?

There’s no rocket science here and there will be other issues that can derail our best Customer Experience efforts. Like gravity, we can only escape their pull with a bit of effort. They have patience and we have to assume they’ll wait a long time, hoping  for changes or a weakness to appear.

But if we share the principles of the Customer Strategy and show employees how the brand promises to treat its customers, if we have a governance process that informs and involves people from every corner of the business, if we ensure there is a visible commitment from the top that this is a priority for the business and if we have common customer metrics in everyone’s scorecard the risks have to be much, much lower. We’ll stay ahead of competitors and keep up with rising expectations too.

To say they are all obvious issues is, well, obvious. But if they are so well known, why do they keep getting in the way and what can we do about them? I’d love to know what you think.

 

Thank you for reading the blog on what can derail CX efforts, I hope you found it thought-provoking.  

I’m Jerry Angrave and I help Customer Experience people do what they need to do. I’m a CCXP (Certified Customer Experience Professional) and am one of a handful of people globally who are authorised by the CXPA to train CX professionals for its accreditation. I founded Empathyce after a long career in CX and Marketing roles and am now a consultant and trainer. I give CX professionals the skills, tools and confidence to be the ones to drive their Customer Experience efforts forward.

Do get in touch if you’ve any comments on the blog, any questions or are interested in training or consultancy support.

Thank you,

Jerry 

[email protected]   |   www.empathyce.com   |   +44 (0) 7917 718 072

 

 

 

I’m frightened of Christmas

They’re not the words you want a 12-year old to howl in distress at this time of year. After all, ‘tis the season to be jolly and a magical time for kids. There’s an excited energy, we break up the routine, new sights and sounds are everywhere and there are surprises galore. What’s not to like?

Except that for some – children and adults alike – it’s a list of everything that makes them highly anxious, confused and fearful;  the absence of predictability and the presence of unfamiliar environments. Responding to sensory overload, those words “I’m frightened of Christmas” came from a distraught pupil at the special needs school my son attends this week.

The noises, the lights and the changes in routine had proved too much. Thankfully, their episode didn’t last long. After a short while in a quiet room they were soon back in class, joining in again as if nothing had happened. Such is their world.

But it is a reminder that people see the world, and interact with it, in very different ways.  We can learn a lot from them when we’re designing and improving customer experiences. While many organisations chase the “Wow!” moments,  there is a significant element of the population – nearly one in every four of us suffers a mental health problem – for whom less is more. shopping centre customer experiences

If we designed experiences or provided alternatives for those most affected it stretches the thinking so we get it right for everyone else too.  We all want pretty much the same things – we want things to work as promised, we need them to be easy and if they create the right memories we’ll do it again.

For someone with a disability, having that reliability and consistency is essential.  The consequences of not having them can be significant. It’s not just a nuisance or a niggle if a product or service doesn’t work; it can be outright distressing at best. To take a journey into a retail park or through an airport might take weeks or months of preparation for the person affected and the people around them. For them it’s like walking on ice and it doesn’t take much for everything to fracture and turn into disarray.

It can be simple things that tip the balance – a schedule change, hand-driers in the toilets that are deafening or shouty officials trying to rush everyone through. If we evoke fear and panic in someone, the implications for whether they’ll come back again are clear.

Especially for someone with autism where emotions can be amplified, having their expectations managed – and kept to – is key.  It doesn’t matter if it’s about the day’s timetable or going on a holiday, knowing what’s going to happen gives structure, boundaries and therefore security.

So if there’s a tipping point as the experience gets worse, beyond which customers simply won’t come back, that fulcrum is a lot closer for people with a disability. Experiences that don’t work properly for them feel like their world is in freefall. They feel they have no safety or security and it’s a scary, lonely place. Families and carers with them will do their best to manage the situation but if we assumed everyone would feel the same way, we’d create much more robust and consistent experiences for everyone.

We focus on designing experiences to be emotional ones wherever possible. And that is absolutely the right thing to do for reasons that are well-documented. But it’s critical to evoke the right emotions. Sometimes, the worst thing we can do for people is ‘surprise and delight’ them. What might work best to keep them coming back is simply an environment where things are calm, friendly and steady.

For example, I’ve researched what passengers say to each other about what makes the ‘best’ airports in the world. They are quiet, clean, friendly, quick and easy to navigate. Nothing complicated.  It’s why therapy dogs (and pigs) at airports work so well.  The principles can apply to any company in any sector so it’s why film screenings where the sound is turned down, the lights are up and there’s no advertising to wade through are so popular. And it’s why restaurants who give the option to send information before a booking about how the dining ‘experience’ works, show pictures of the food and provide safe ‘time-out’ spaces are creating personal and commercial benefits all round.

Evoking the right emotions in our experiences meaning we know which ones they are for different groups of customers, understanding why that is and how to make sure they are present every time. If we see things the way people with a physical or invisible disability do, it forces us to expand the thinking about our experiences in a different, more robust and better way. And that is something companies should embrace, not fear.

I hope your Christmas and the festive break is everything you want it to be.


Follow Jerry Angrave on Twitter @jerryangrave


Thank you for reading this blog about people with a disability and customer experiences. I hope you found it useful and thought-provoking.  I’m Jerry Angrave, a Certified Customer Experience Professional (CCXP).  I’m a Jerry AngraveCX consultant with an extensive corporate background and I also specialise in professional development for those in, or moving to, customer experience roles.  Feel free to contact me with any questions – by email to [email protected] or by phone on +44 (0)7917 718072.  More details at the website www.empathyce.com.

Customer Journey Mapping, done. What next?

Here’s a familiar scenario in the customer journey mapping process.  Your workshops went well, everyone was engaged and the team is bursting with ideas. You added extra value by creating an environment where people from across all functions shared their behind-the-scenes stories. In doing so they learned a lot more about their own business, which wouldn’t have happened without you. All in all it’s a good result.Customer journey mapping process

With plenty of actions and food for thought there is now momentum. Expectations are high but the ‘journey of the journey’ has only just begun.  So as you unplug your laptop, switch off the light and leave the workshop your attention turns to what happens next.

 

In the first part of this series I explored ways to get buy-in from skeptical stakeholders for customer journey mapping workshops.  Last time I looked at how to make sure the workshop stays on track and is efficient use of time.  And for this last instalment I want to share thoughts on what to do after everyone’s gone back to their day job.

And that’s part of the challenge we now face.  We’ve got people interested and we’ve flushed out some great initiatives. However, the reality is that whatever gold we uncover and however energised we feel, we have to make it part of their day job before the wave of enthusiasm loses its energy.  We don’t want it lost in the noise of inboxes and meetings.

A large utility company I worked with recently told me they’d done some journey mapping a couple of years previously. They’d had it illustrated and they’d dig it out to compare then with now. Only they couldn’t find it. After much searching the mystery was eventually uncovered. In a sea of hot-desks at corporate HQ was a line of table-high storage units.  Beneath the glass top, but also barely visible under stationery boxes, photocopying paper and a guillotine was a cleverly illustrated customer journey. Had it been on show it would have been a powerful way to engage stakeholders. It told a compelling story and could have been a catalyst for badly needed change. But all the effort had, literally, been shelved.

So what can we do to make sure the path down which we’ve just started doesn’t wind on aimlessly?  Here is my take on just some of things we can do.

Share it

First things first, thank everyone for attending and write up the journey (s) you’ve looked at.  Beyond that, share it personally with other stakeholders who you need to be involved and demonstrate the momentum you now have, inviting them to be part of it.  Get everyone to share the outputs with their own teams and make it part of the governance process to have them reviewed and critiqued.

Sharing it widely increases the collective ownership. It will also then keep evolving into a more accurate picture of the real-world customer experience.

Show it off

Customer journey mapping isn’t, as some organisations seem to think, all about creating a pretty picture.  It’s important but not the end-game, far from it.  What it looks like will depend on what works for your own business and who your audiences are.  Some will be at a high-level and others more detailed but if you can turn the brown paper and sticky notes into something pleasing to the eye that’s great. Make it large and put it somewhere that will stay visible. Ask passers-by in the office to comment on it.

Unless you have easy access to a graphics team, my experience is that, at worst, it’s better to have a well-organised table made in PowerPoint, Keynote or Excel to tell the tale than to lose time trying making it look like a storyboard for the next Peter Jackson film.  The aim is still to help colleagues understand what they need to change and why.

Validate it

When you feel it’s in good shape, try it out on a few customers who match the persona from whose perspective it was done. Ask them if they recognise that as their journey and their issues as they pass through it. Play it back to them so they know you’ve understood and ask them what they don’t want to happen at each stage. Having that extra layer of customer validation gives enormous credibility, something that’s hugely beneficial when dealing with stakeholders, especially the one who love to pick holes in things.

Act on it

It’s the most obvious and important thing to do with a journey map but there’s simply no point in doing the maps if there’s no way of using them.  It must become a regular feature of the CX governance.  Or, as I’ve seen a few times, the creation of a journey map is the very stimulus needed for creating oversight in the first place.  The maps need nurturing and harvesting if they are to continue growing and yielding more insights.

Prioritising what to do next is then the issue. Hopefully you’ll have no shortage of possible actions but the mapping exercise will reveal what to do first. You will have identified what’s most important and how well it’s done and that then gives confidence about what to do in the short, medium and long term for customers, colleagues and stakeholders.

Picking off those things that are easy to implement and have a big impact will also demonstrate the proof of concept for when you are seeking greater investments in time, people and money.

Do more of it

It’s not a one-off exercise. The world keeps changing so the mapping will need repeating to stay relevant. That might be at least annually if not more frequently, especially as your changes get implemented and the experience evolves.  Even if nothing within the front-line business changes, customers’ expectations shift, competitors up the ante and an IT systems upgrade always seems to have an unintended consequence somewhere down the line.

It’s likely you identified several other personas in the workshop so map the same journey for them.  You’ll also have different journeys, some made by yet more personas, to map out too.  And time spent mapping what it’s like for a colleague and/or third-party to deliver the experience is as invaluable as it is necessary to complete the picture.

 

The customer journey mapping process is an essential competency of any business. It’s only part of the CX mix and without it the risks, wasted costs and commercial consequences can be significant.

But with the right engagement and preparation, with robust facilitation and with the resilience to build the momentum you’ve created, your influence will be greater, the connection between CX and the bottom-line will be clearer and the cogs of the business all fit together neatly to deliver the right experiences. A good result indeed.

 


Follow Jerry Angrave on Twitter @jerryangrave


Thank you for reading the blog about journey mapping, I hope you found it useful.  I’m Jerry Angrave, a Certified Customer Experience Professional (CCXP).  I’m a Jerry AngraveCX consultant with an extensive corporate background and I also specialise in professional development for those in, or moving to, customer experience roles.  Feel free to contact me with any questions – by email to [email protected] or by phone on +44 (0)7917 718072.  More details at the website www.empathyce.com.